STRATEGIC PLANNING 

THE PROCESS 

Who Are We? 

Review the vision and mission

A clear mission helps you focus your efforts on what you do best.

Vision and mission are not the same:

 

Where are we now? 

Maintain a constant vigil over changing demographics and other community variables that can and should affect your program or service delivery. Be sensitive to changing community needs and evaluate how well your programs and services are working to meet those needs. 

Take stock of your resources, both human and financial, and project the level of increase or decrease you expect in the future. 

Where do we want to go and how do we get there? 

Developing Goals, Objectives and Action Plans

The vision and mission must be reaffirmed to set the stage for the development of goals. 

Identification and discussion of strategic issues from the community should drive the development of relevant, market-responsive goals. 

Must have human, financial and time resources to make it a success. 

Setting GOALS AND OBJECTIVES is a several-step process of

 

A long range plan must include a financial plan and budget. 

By setting goals and objectives, the organization selects the path it will follow to achieve its mission. Action plans are vital tools which ensure the plan's implementation and evaluation and its power as a dynamic force within an organization. 

How are we doing? 

Evaluation

Evaluation is the key to keeping the plan vital. 

Evaluation happens on a number of levels:

 

Evaluation happens on a number of intervals:

 

Full-blown strategic planning usually takes place every three to five years. A three-to-five year plan should have a "rolling base". At the close of each year, the progress is evaluated, that year is retired from the plan, and a new final year is added. 

A plan should be structured enough to keep the organization focused, yet elastic enough to accommodate a new idea or an emergent community need. An organization's power to remain relevant in the community's perception is related to its capacity to evaluate both its plan and the community's need for its services. 

THE STRATEGIC PLANNING PROCESS 

PREPAREDNESS

THE RETREAT (A DAY)

  • Review the mission

  • Agree on the planning process

  • Discuss the conditions in which you will be operating. Identify environmental strengths, weaknesses, opportunities and threats.

THE PLAN
  • Develop preliminary goals and prioritization of these goals.
  • Appoint a planning committee
  • Gather Data
  • Draft Goals and Objectives
  • Seek Outside Opinion
  • Final Draft and Adoption
  • Implementation of the Strategic Plan
  • Evaluation
 

STRATEGIC PLANNING DEFINITIONS 

STRATEGIC PLAN: A working document that discusses the organization’s mission.

The environment - What it will look like in the next 3-5 years.

The goals and objectives to realize the mission over that period.

Not a work plan, but should be written to enable staff to use it on a monthly basis. 

GOAL: A statement of desired long-term outcomes that define the accomplishment of the mission. Goals descend from and are validated by the vision. Goals are general. 

OBJECTIVE: A more specific statement that supports the goal. It must have a deadline, be realistic, be quantified and have an assigned responsible person/committee or organization. There can be many objectives to implement a goal.  

Objectives are "SMART":

  • Specific: pertaining to a certain task or program
  • Measurable: quantifiable by date, outcomes, responsibility
  • Attainable: doable within the time prescribed and with existing constraints
  • Results-oriented: focused on short-term activities to gain longer term goals.
  • Time-determinate- the time frame for accomplishment is established.
 

ACTION STEPS: Supports the implementation of an objective.

  • must be quantified

  • have assignment of the person(s) responsible

  • show timelines and deadlines

  • cost

  • may include space for progress notes.
 

A STRATEGIC PLAN FORMAT 

• EXECUTIVE SUMMARY

• INTRODUCTION TO THE PLAN

• THE PLANNING PROCESS

• HISTORY OF THE ORGANIZATION

• THE AGENCY TODAY

• THE WORLD WE WILL WORK IN

• GOALS AND OBJECTIVES

• ONE-YEAR PLAN

• TIME LINE

• EVALUATION AND UPDATE METHODOLOGY

  • APPENDICES
 

SWOT Analysis

Strengths, Weaknesses, Opportunities, Threats 

The goal of the SWOT analysis is to examine the non-profit's strengths, weaknesses, opportunities, and threats in order to identify the top three to five issues facing the organization, and state them in the form of the top three to five goals for the organization to pursue. 

    STRENGTH: an internal positive aspect which is under control and upon which we may capitalize in planning.

    WEAKNESS: an internal negative aspect which is under our control and which we may plan to ameliorate (improve)

    OPPORTUNITY: a positive external condition which we do not control but of which we can plan to take advantage

    THREAT: a negative external condition which we do not control but the effect of which we may be able to lessen 

Develop List for SWOT 

  1. What external changes could effect the agency?

Consider:

  • changing demographics of stakeholders, including number, values resources, power, etc.;
  • changing rules and regulations;
  • expectations and resources from funders, clients, donors, etc.;
  • expected shifts in needs for services;
  • availability of leadership and staffing;
  • and what other current or new organizations provide similar services.
 

2. What could be the effects of these changes in terms of threats or opportunities? 

Analysis 

1. What changes must we make to address the threats?

2. What strengths can we build on to take advantage of the opportunities?

3. What is important? What is urgent? If we don't address this issue, will it stop or harm the organization? Attend to the important issues and not the urgent issues? 

IDENTIFY TOP THREE TO FIVE GOALS FOR THE ORGANIZATION TO PURSUE 

Ideas and Considerations

Getting new information spawns new, up-to-date perspectives and generates enthusiasm for planning. Consider assigning a planning subcommittee or a marketing consultant to collect any useful information about trends. 

Issues and goals usually come from strengths to be bolstered, weaknesses to be corrected, opportunities to be capitalized upon, and threats to be avoided. 

Issues that are too narrow do not warrant planning and issues that are too broad will bog you down. Deal with issues that you can do something about. 

Issues should be clearly articulated so that anyone can understand them. 

Do not ignore current major issues in the interests of pursuing more creative and forward looking goals. 

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